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  1.  71
    The Effect of Ethical Leadership Behavior on Ethical Climate, Turnover Intention, and Affective Commitment.A. Asuman Akdogan & Ozgur Demirtas - 2015 - Journal of Business Ethics 130 (1):59-67.
    This study examines a mediated model of ethical leadership on ethical climate, turnover intention, and affective commitment. It is suggested that managers are role models in their organizations. Specifically, through ethical leadership behavior, managers can influence perceptions of ethical climate, which in turn will positively influence organizational members’ turnover intention, and affective commitment. The results indicate that ethical leadership has both direct and indirect effect on affective commitment and turnover intention. The indirect effect of ethical leadership involves shaping perceptions of (...)
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  2.  41
    Ethical Leadership Influence at Organizations: Evidence From the Field. [REVIEW]Ozgur Demirtas - 2015 - Journal of Business Ethics 126 (2):1-12.
    While a number of studies are being done on ethical leadership, little is known about the role of ethical ideology and organizational justice in the relation of the ethical leadership behavior and individual behaviors such as work engagement and organizational misbehavior has tended to be neglected in ethics literature. This study examines the mediating effects of organizational justice on the relations of ethical leadership, work engagement and organizational misbehavior. Also, it investigates the moderating effect of ethical ideology on the relationships (...)
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  3.  28
    The Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers’ Engagement, Organizational Identification, and Envy.Ozgur Demirtas, Sean T. Hannah, Kubilay Gok, Aykut Arslan & Nejat Capar - 2017 - Journal of Business Ethics 145 (1):183-199.
    This study examines a proposed model whereby ethical leadership positively influences the level of meaning followers experience in their work, which in turn positively impacts followers’ levels of work engagement and organizational identification, as well as reduces their levels of workplace envy. We further hypothesized that cognitive reappraisal strategies for emotional regulation would moderate the ethical leadership–meaningful work relationship. The model was tested in a stratified random field sample of 440 employees and their direct supervisors in the aviation industry in (...)
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  4.  29
    You May Not Reap What You Sow: How Employees’ Moral Awareness Minimizes Ethical Leadership’s Positive Impact on Workplace Deviance.Kubilay Gok, John J. Sumanth, William H. Bommer, Ozgur Demirtas, Aykut Arslan, Jared Eberhard, Ali Ihsan Ozdemir & Ahmet Yigit - 2017 - Journal of Business Ethics 146 (2):257-277.
    Although a growing body of research has shown the positive impact of ethical leadership on workplace deviance, questions remain as to whether its benefits are consistent across all situations. In this investigation, we explore an important boundary condition of ethical leadership by exploring how employees’ moral awareness may lessen the need for ethical leadership. Drawing on substitutes for leadership theory, we suggest that when individuals already possess a heightened level of moral awareness, ethical leadership’s role in reducing deviant actions may (...)
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